Exceptional businesses sustain bottom-line results, which they invest to create meaningful, positive impact for their stakeholders.
For acquiring companies, the excitement is almost always about where they are going - that is, their strategy for gaining greater growth and productivity. But when mergers fail, it's often because no one focused on who they are - that is, their culture, which is critical to successfully bringing different groups of people together.
Diversity is not just the right thing to do but right for business.
Most millennials have no problem standing their ground when asked to do something that conflicts with their personal values.
For a firm to be exceptional, it has to be led by purpose. Our purpose is to make an impact that matters.
Skills-building opportunities should be extended to people outside of the mainstream talent pool. That might include at-risk youth, veterans returning to the workforce, or immigrants struggling to make a life for themselves in a foreign culture. The process for creating wealth must begin with creating opportunity for all.
It is a privilege to be part of an organization that delivers high-quality services and innovative solutions to the best clients, develops the most talented professionals into leaders, and does its part to improve the societies in which we operate.
As I progressed in the firm, I learnt the craft, and as I learnt my craft, my partners and the firm threw up different opportunities.
We want all clients to think of us first when they want to hire an auditor or if they want to have an adviser to solve difficult corporate problems. We want the best talent to join our firm.
When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.
In exceptional boardrooms, the intellectual rigor generated by a challenging question is both an accepted norm and a precursor to reaching informed decisions. This is the crucial edge that sets apart boards that lead from boards that follow.
The more a business is able to develop and articulate a core purpose and engage with millennials, who equate purpose with business excellence, the greater chances for long-term success.
While they believe the pursuit of profit is important to sustaining a business, millennials also say that pursuit must be accompanied by a sense of purpose, by efforts to create innovative products or services, and, above all, by consideration of individuals as employees and members of society.
Leaders who understand the importance of the intangible elements contributing to workplace culture become sensitive to what makes their organization truly special. That is how they define core values and beliefs that are unique, simple, leader-led, repetitive, and embedded - transforming themselves from good to exceptional.
The profound lack of economic opportunity for those left behind by globalization has created an ever-widening gap between the 'haves' and the 'have nots.'
For any young people looking for job opportunities, good grades and academic results are important, but what is more important may be showing you are someone who has the drive and capability and can fit in the company culture.
I want to be a purpose-driven, purpose-led organization, and I want the organization to achieve this aspiration of being the undisputed leader in professional services.
Gandhi held no formal position of authority. Nor was there an organized army standing behind him. What he did have were his core beliefs and the audacity to speak truth to power.
I'm not motivated by having the largest revenue base - you get that as an outcome. If we do our job well, we will be appropriately rewarded.
As a society, we need to refocus on creating an economy that works for everyone. I believe the business community is in the best position to lead the way.
